THE CHANGING FACE OF QUALITY

MANAGEMENT

A CORPORATE METAMORPHOSIS
 The Scope of this Session

 Senior Executives & Business Owners can see how to

organise a company or division to greatly increase
Effectiveness & efficiency and renew a Quality
Environment that has been slipping lately
 Team & Project managers can understand the key points
of Quality & what is needed to make his or her team work
 The worker, technician or engineer can get the bigger
picture of quality, make the job easier & work more
effectively with others
 Managers, Executives in Government, Education & not-
for-profit work can use Quality Concepts to improve their
services
 Students of Quality can chart their way ahead
 The 4 Facets of Quality
• Universal
• Cultural
• Social
• Personal
Quality works on all 4 facets
simultaneously and partial fulfilment in any
1 ruins the whole experience
 Points To Ponder
• All art depends on Engineering
• Some art gets defined & becomes Engineering
• Changes in Engineering create changes to art
• Cultural values create Engineering methods

The Highest Quality requires both Art and

Engineering
A practical Example of Amalgamating Art, Nature
& Engineering
A Newtonian Physicist, John Smeaton, in 1755, took the
job of building the 3rd Eddystone lighthouse on the
English coast
The shape was modelled like the trunk of an Oak tree
which, Smeaton had noticed, were more sturdy than
buildings of that time
He also achieved the following accomplishments
• A new concrete recipe, Hydraulic lime, which would
be the strongest for the next century
• Dovetail fitting of Granite blocks
• Specialised cranes used for hydraulic projects

This lighthouse outlasted almost all the lighthouses built

during that period and even outlasted the rocks it was
built on.

This work of John Smearton has remained a legacy;

a Quality work encompassing Science,
Engineering & Aesthetic beauty
The 1st Step: Developing Standards
• Understand the Standard
• Have a way of comparing the thing or
process to the Standard
• Know how much variation from the
Standard is acceptable
• Take action when items do not meet the
Standard & fix the processes that created
them
The Next Step: How to Go About it
• Observe something in Nature or in Reality
• Create a Hypothesis (A Possible Reason
of why the thing happens)
• Design a Test
• Perform the Test & Evaluate the Results
• Evaluate the Results
If the Test proves the hypothesis
correct, it moves towards becoming a
Theory
 A little History from the 1930’s: Taylor’s
Contribution in Merging Scientific Management to
Work Standards
Taylor’s Basic Principles:
• Science, not Rule of Thumb
• Harmony, Not Discord
• Cooperation, not individualism
• Maximum Output, in place of Restricted Output
• Development of each person to his highest efficiency & prosperity

Use observation, Measurement& experiments to improve

Work processes
Set Standards from Experiments, then manage the work to
bring everyone to the level of the standard
Management has a key responsibility to work with the
workers, guiding with the knowledge provided by
Science, but doing it in a way that engenders
cooperation
 Some Learning along the way…

 Customers define Value (Performance relative to Cost)

 Quality is still the Measuring Yardstick of how well an
Organisation satisfies the Performance Element in the
Value Chain
 The focus of Quality Engineering to Control
Conformance to Specifications is not enough
 Continual Improvement is actually just Defensive Quality;
approaches to eliminate what Customers do not like
 The Reforms Needed in Traditional Quality
Management

• The Present Prevailing Quality Management System

lags behind evolving Concepts of Organisational
Excellence
• The Quality Function needs to focus on Deliverables &
their Contribution to Value
• Quality, as a Management initiative, is actually plain
Excellence, and must characterise the Whole enterprise,
not just its products & Services
 The Strategy of Morphing QMS into BMS
• To address & Incorporate the whole Enterprise – A
Complex Dynamic Construct of Linked & Integrated
Processes;
Processes that Generate Value, that Provide Support
& those that provide Strategic Direction
(It has, however, been seen that Processes are
presently documented only as sequential inputs &
discrete activities. They need to be integrated to function
in Concert.)

• While the Resources – People, Equipment, Facilities &

Energy are to be effectively channelised to support,
Provide for & to enhance the Processes
 A Practical Example- Integrating Multiple
Standards within an Organisation
• There is often Confusion in dealing with Multiple
Standards that basically boil down to the same objective
• This Results in Confusion & results in losses due to
Repetitive meetings & Multiple groups working
seemingly in isolation
The Changing Face of Tomorrow- Organisational
Process Map

Note that the Quality Division does not feature directly anywhere
 The New Role of Quality – To Align with the
Following Functions

• Staffing & Competency Management Processes

( Replacing Conventional Training)
• Supply Chain Management & Procurement processes
(Replacing Conventional Purchasing)
• Sales & Business Development Processes
(Replacing Conventional Contract Review)
• Integrated Programme Management, Product
Development & Launch Processes
(Replacing Conventional Quality Planning)
 THANK YOU FOR YOUR TIME, ATTENTION,
CONCENTRATION & PARTICIPATION!

PARTHO CHOUDHURY
Email: partho469@hotmail.com, partho0072002@yahoo.co.in
Cell: +91:9934124171
Let’s Keep in touch!